飛機引擎元件維修流程分析與持續改善之研究 —以華普公司為例

喻立信(Li-Shin Yu)

指導教授 ： 郭瑞祥

國立臺灣大學/管理學院/知識管理組/碩士(2004年)

https://doi.org/10.6342/NTU.2004.10015

摘要

摘 要

隨著經濟全球化的來臨，各行各業所面臨的競爭環境愈來愈激烈，航太產業雖屬寡佔事業，亦不能倖免，尤其在經過亞太金融危機、美國911恐怖攻擊、亞洲非典型肺炎的肆虐等一連串事件的影響下，更是雪上加霜。為有效地降低營運成本、提升維修品質、提高競爭力、滿足客戶需求以及符合飛航安全的原則下，標榜著“Achieving Competitive Excellence (ACE)達到具競爭力的卓越境界”的持續改善活動自1999年開始一直在華普公司不遺餘力實施中。其中再輔以DIVE Program 定義出問題、調查問題真正原因、驗證改善措施、以確保有效執行。最終目的過程不外乎建立一個具有優質的工作環境，高效率，低成本，價值創造，有競爭力的公司。本論文研究是藉由文獻探討與華普公司導入ACE持續改善活動的個案，試圖分析出改善的效益與確任關鍵因素。實施ACE持續改善活動的結果，的確顯示出改善的成果，交貨期從1999年目標30天進步到2003年目標22天，準時交貨率於2003年定子(Stator)達到96% ，可轉換頁片內環(Variable Vane Inner Shroud(VVIS)) 達到 91% ; 脫逃率(Escape Ratio) 於2003年降到0.22% ; 客戶的滿意度則維持在5.8(滿分是7)的平均評分。 然而，品質不良成本因為蜂巢組織硬銲重工與銷售額的下降並無顯著地改善。 同時揭露了一些更深一層的學習問題有待解決，須再進一步做出改善。這一切活動充分說明，品質活動是無止境的。

關鍵字

品質管理流程改善

並列摘要

Abstract

As the era of global economy coming, the competitive environment which all businesses face is getting tougher and tougher. Although Aero-industries are belonging to oligopoly business, they cannot get rid of this influence either. Especially, after Asia economic crises, US 911 terrorism attack, and Asia Severe Acute Respiratory Syndrome (SARS) outbreak - a series events impacted, the situation became worse and worse. To effectively reduce business cost, promote the maintenance quality, meet customer requirement, and comply the aviation safety regulations, Asian Compressor Technology Services Co., Ltd. (ACTS) devotes itself to implement Achieving Competitive Excellence(ACE) program since late 1999. Besides ACE, DIVE program is another very powerful tool to define the problem, investigate the root causes, verify the corrective actions, and ensure effectiveness. The destination of those programs is to make ACTS as a company with elite working environment, higher efficiency, lower cost, value created, and higher competition. This research is trying to analyze improvement efficiency and identify key factors through literature review and ACTS’ implementation of ACE. The implementation results shows that TAT (Turn Around Time) is reduced from 30 target days in year 1999 to 22 target days in year 2003;OTD (On Time Delivery) is increased to 96% for stator, and 91% for VVIS (Variable Vane Inner Shroud) in year 2003; escape ratio is reduced to 0.22% in year 2003; and customer satisfactory is maintained average 5.8 out of 7. However, cost of poor quality was not effectively improved because honeycomb braze recycle and sales dropped. At the same time, the results also reveal deeper layer problems for resolving and improving. Obviously, the quality improvement activity has no ending.

並列關鍵字

Maintenance Quality

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